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The manner that failure is embraced instead of feared in a business can improve the way the company evolves and responds to new market opportunities.
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With the economic outlook constantly shifting as if it were a moving target, directors need to embrace change and set a tone of focus and confidence when looking to the future. It all starts with asking the right questions.
Growth across the global economy is slowing. With the growth rate projected to shrink in 2022 and 2023 by half of what it was in 2021, business conditions have likewise…
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Conducted in partnership with the NC State ERM Initiative, our global survey of C-level executives and directors highlights the influence of economic headwinds, talent issues, emerging technologies, cyber threats and geopolitical events on the 2024 risk landscape. This issue of Board Perspectives discusses the 10 highest-rated risk themes noted in the survey to provide a context for understanding…
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Our global survey of C-level executives and directors on macroeconomic, strategic and operational risks highlights their views regarding a disruptive risk landscape over the next decade through 2030.[1]
Our global survey captures insights from 1,081 C-level executives and directors across multiple industries, with broad geographic representation. As with our prior surveys, the results captured…
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Pandemic-related policies and regulation, market conditions are top concerns in the healthcare industry
The continuing global challenges and potential existential threat posed by the ongoing COVID-19 pandemic. Political divisiveness and polarisation. Social and economic unrest. Gridlock. Artificial intelligence (AI), automation and other rapidly developing digital technologies. Rapid shift to…
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Transparency and consequences can be powerful leadership deterrents. For the board and CEO and their personal brands, the critical question is, what will key decision-makers in their organisation do in situations when no one is watching?
When the subject of ethical and responsible business behavior arises, Warren Buffett advises managers to evaluate every action they take — and not just by legal…
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Our global survey of C-level executives and directors about macroeconomic, strategic and operational risks highlights the influence of the COVID-19 pandemic, the economy, digital technology, talent and organisational resiliency on the risk landscape over the near term.[1]
Our survey captures insights from 1,081 C-level executives and directors, 39% of whom represent companies based in North…
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Pandemic-related policies and regulation, economic conditions are top concerns in energy and utilities industry
The continuing global challenges and potential existential threat posed by the ongoing COVID-19 pandemic. Political divisiveness and polarisation. Social and economic unrest. Gridlock. Artificial intelligence (AI), automation and other rapidly developing digital technologies. Rapid…
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The range of uncertainties facing energy and utilities business leaders around the globe is overwhelming. Challenges triggered by a once-in-a-century pandemic continue to unfold, combined with numerous other risk issues, such as growing social unrest and polarisation, and ever-present challenges associated with technology, digital transformation and innovation. Staying abreast of emerging risk…
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On February 26, 2021, the Board of Governors of the Federal Reserve System (FRB) in the United States issued expectations for boards of large financial institutions as a standard for its regulators when they assess board effectiveness. The guidance applies to all domestic bank holding companies and savings and loan holding companies with total consolidated assets of $100 billion or more, with…
